Chapter 33. Summary

In the early stages of software project management, the best programmers were promoted to the role of project manager because they demonstrated competence with the tools (programming languages, compilers, etc.) and often displayed knowledge of a domain, such as a scientific, business, or real-time application. They frequently did not succeed in this position because they were unprepared for situations outside of the technical realm. This guide has shown that software development managers need skills far beyond knowing how to code. A working knowledge of software engineering is necessary to succeed, but a good software manager needs to excel in people and project management skills, too.

Throughout this guide, 34 competencies ...

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